Abstract：
CONCLUSIONS: In an effort to expedite the publication of articles, AJHP is posting manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time.
OBJECTIVE: The establishment of a new outpatient pharmacy provided a strategic opportunity to repurpose and convert an existing outpatient pharmacy into a closed-door mail-order pharmacy within a health system. This article describes the steps taken to successfully make this change and evaluates the impact.
CONCLUSIONS: The mail-order pharmacy conversion project was divided into 3 phases: phase 1 (before conversion) from July through August 2022, phase 2 (conversion) from October through November 2022, and phase 3 (after conversion) from December 2022 through February 2023. Phase 1 included standardizing workflows with standard operating procedure (SOP) development, improving automation, determining staffing ratios, gathering baseline staff engagement data, and identifying primary and secondary outcomes of interest. Phase 2 encompassed SOP implementation and training of mail-order team members. Phase 3 involved evaluating available pharmacy floorspace, marketing mail-order services, and the second distribution of the staff engagement survey. The measured outcomes of this project were total prescription volumes, increase in total revenue, and staff engagement. Data collection was completed in phase 3.
CONCLUSIONS: The existing outpatient pharmacy was successfully converted to a closed-door pharmacy, and the associated prescription volume increased. Developing a strategic action plan to establish SOPs, calculate staffing performance metrics, and identify opportunities for growth and engaging frontline team members were essential to the success of this project.
OBJECTIVE: The establishment of a new outpatient pharmacy provided a strategic opportunity to repurpose and convert an existing outpatient pharmacy into a closed-door mail-order pharmacy within a health system. This article describes the steps taken to successfully make this change and evaluates the impact.
CONCLUSIONS: The mail-order pharmacy conversion project was divided into 3 phases: phase 1 (before conversion) from July through August 2022, phase 2 (conversion) from October through November 2022, and phase 3 (after conversion) from December 2022 through February 2023. Phase 1 included standardizing workflows with standard operating procedure (SOP) development, improving automation, determining staffing ratios, gathering baseline staff engagement data, and identifying primary and secondary outcomes of interest. Phase 2 encompassed SOP implementation and training of mail-order team members. Phase 3 involved evaluating available pharmacy floorspace, marketing mail-order services, and the second distribution of the staff engagement survey. The measured outcomes of this project were total prescription volumes, increase in total revenue, and staff engagement. Data collection was completed in phase 3.
CONCLUSIONS: The existing outpatient pharmacy was successfully converted to a closed-door pharmacy, and the associated prescription volume increased. Developing a strategic action plan to establish SOPs, calculate staffing performance metrics, and identify opportunities for growth and engaging frontline team members were essential to the success of this project.
摘要：
结论：为了加快文章的发表，AJHP在接受后尽快在线发布手稿。接受的手稿经过同行评审和复制编辑，但在技术格式化和作者打样之前在线发布。这些手稿不是记录的最终版本，将在以后替换为最终文章（按照AJHP样式格式化并由作者证明）。
目的：新门诊药房的建立提供了一个战略机会，可以在卫生系统内重新调整现有门诊药房的用途并将其转变为封闭式邮购药房。本文介绍成功进行此更改所采取的步骤，并评估其影响。
结论：邮购药房转化项目分为3个阶段：第一阶段（转化前）从2022年7月至8月，第二阶段（转化）从2022年10月至11月，第三阶段（转化后）从2022年12月至2023年2月。阶段1包括通过标准操作程序（SOP）开发标准化工作流程，提高自动化程度,确定人员配备比率，收集基线员工敬业度数据，并确定感兴趣的主要和次要结果。第二阶段包括SOP的实施和邮购团队成员的培训。第三阶段包括评估可用的药房空间，营销邮购服务，以及员工敬业度调查的第二次分发。该项目的测量结果是总处方量，总收入增加，和员工参与。数据收集在第三阶段完成。
结论：现有的门诊药房成功地转换为闭门药房，相关的处方量增加了。制定战略行动计划以建立SOP，计算人员配备绩效指标，并确定增长的机会，并吸引一线团队成员对这个项目的成功至关重要。
目的：新门诊药房的建立提供了一个战略机会，可以在卫生系统内重新调整现有门诊药房的用途并将其转变为封闭式邮购药房。本文介绍成功进行此更改所采取的步骤，并评估其影响。
结论：邮购药房转化项目分为3个阶段：第一阶段（转化前）从2022年7月至8月，第二阶段（转化）从2022年10月至11月，第三阶段（转化后）从2022年12月至2023年2月。阶段1包括通过标准操作程序（SOP）开发标准化工作流程，提高自动化程度,确定人员配备比率，收集基线员工敬业度数据，并确定感兴趣的主要和次要结果。第二阶段包括SOP的实施和邮购团队成员的培训。第三阶段包括评估可用的药房空间，营销邮购服务，以及员工敬业度调查的第二次分发。该项目的测量结果是总处方量，总收入增加，和员工参与。数据收集在第三阶段完成。
结论：现有的门诊药房成功地转换为闭门药房，相关的处方量增加了。制定战略行动计划以建立SOP，计算人员配备绩效指标，并确定增长的机会，并吸引一线团队成员对这个项目的成功至关重要。
